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Employees’ bootlegging innovation behavior is common and plays an important role in enterprise management. Based on the resource conservation theory and self-regulation theory, the purpose of this study is to explore the influence mechanism of leaders’ abusive supervision on employees’ bootlegging innovation behavior, with psychological safety as a mediator and mindfulness at workplace as a moderator.

Survey data were gathered from 591 employees’ self-assessment questionnaires in China. Hierarchical regression analysis was used to test the research model through SPSS and AMOS.

This study found that the leaders’ abusive supervision negatively affects employees’ bootlegging innovation behavior; employees’ psychological safety completely mediates the negative effect of leaders’ abusive supervision on employees’ bootlegging innovation behavior; and mindfulness at work moderates the influence of leaders’ abusive supervision on employee’ bootlegging innovation behavior, as well as the influence of leaders’ abusive supervision on employees’ psychological safety.

This study has significant implications in passive leadership that affect employees’ innovation. Authors found that leaders’ abusive supervise, mindfulness at workplace play a crucial role in employees’ bootleg innovation through psychological safety.

Theoretically, this study has enriched the antecedent research on employees’ bootlegging innovation behavior from the perspective of negative leadership behavior and employee psychology. And this study considered mindfulness at workplace as a boundary condition.

The purpose of this paper is to develop and test a research model that explores the interrelationships of employee recognition, job embeddedness (JE), knowledge sharing, service orientation and abusive supervision. Specifically, the model proposes that JE mediates the impact of recognition on knowledge sharing and service orientation, while abusive supervision moderates the indirect influence of recognition on knowledge sharing and service orientation via JE. The model also proposes that JE and knowledge sharing mediate the link between recognition and service orientation in a sequential manner.

Data were gathered from restaurant frontline employees in three waves in Ghana. The hypothesized links were gauged via structural equation modeling using Mplus 7.4.

The vast majority of the hypothesized relationships were supported by the empirical data. Specifically, JE mediated the impact of recognition on knowledge sharing and service orientation. JE and knowledge sharing sequentially mediated the impact of recognition on service orientation. Abusive supervision moderated the positive effect of recognition on JE and JE on knowledge sharing such that the effects were stronger among frontline employees with low levels of abusive supervision. In addition, abusive supervision moderated the indirect effect of recognition on knowledge sharing through JE. On the contrary, abusive supervision did not significantly moderate the linkage between JE and service orientation. This is also true for abusive supervision as a moderator of the indirect influence of recognition on service orientation via JE.

Management should not only focus on financial rewards but also consider non-financial rewards such as employee recognition. This is what is overlooked among practitioners. Therefore, restaurant managers/supervisors should use recognition mechanisms such as certificate of appreciation, plaque of honor and/or oral praises wherever possible to trigger employees’ JE, knowledge sharing and service orientation. Restaurateurs should also arrange training programs for supervisors to make them avoid practicing abusive supervision that would erode JE and knowledge sharing.

Evidence about the organizationally valued consequences of employee recognition in the hospitality literature is sparse. With this realization, this paper advances the current knowledge by gauging JE as a mediator between recognition and knowledge sharing and service orientation. Unlike other empirical pieces, JE and knowledge sharing as the sequential mediators of the effect of recognition on service orientation are tested. This paper advances the current knowledge base by assessing abusive supervision as a moderator concerning the previously mentioned linkages. This paper also contributes to the literature by gauging abusive supervision as a moderator of the indirect impact of recognition on knowledge sharing and service orientation via JE.

This paper aims to investigate the influence of religiosity on the relationship between abusive supervision and deviant work behavior (DWB). This paper examines whether the desire for revenge mediates the relationship between abusive supervision and DWB and whether the strength of this relationship is moderated by religiosity.

The proposed relationships were examined by collecting primary data from 350 employees using multistage sampling procedures. Hayes’ Process Macro was used to analyze the proposed moderated-mediation model of abusive supervision, DWB, religiosity and desire for revenge.

The analytical findings indicate that an employee’s desire for revenge mediates the relationship between abusive supervision and DWB. However, religiosity moderates the indirect effect of abusive supervision (mediated by the desire for revenge) on DWB.

To the best of the authors’ knowledge, this is the first study that explores the role of individual-level religiosity in mitigating the harmful effects of abusive supervision on deviant behavior and revenge in the workplace.

Expanding on the research of the antecedents of abusive supervision, this study aims to explore supervisor role overload as a supervisor-level predictor of abusive supervision. Based on transactional stress theory, the authors investigate role overload that is appraised as a challenge or a hindrance stressor by supervisors, leading to pleasant or unpleasant feelings, respectively. The authors propose that, based on their appraisal, these feelings of supervisors act as a mediating mechanism that can facilitate or inhibit their abusive behaviour at work. Additionally, the authors posit emotional intelligence (EI) as a key moderator in helping supervisors manage the negative feelings arising from perceiving role overload as a hindrance and preventing them from demonstrating abusive supervision.

To test the proposed moderated mediation model, the authors collected two-wave data from middle-level supervisors or managers from several organisations located in the Eastern Province of Saudi Arabia (N = 990).

The results largely support the hypothesised relationships and show that depending on supervisor appraisal, role overload can generate pleasant or unpleasant feelings in supervisors and, consequently, impede or facilitate abusive supervision. They also shed light on the moderating effect of EI, in that supervisors scoring high on EI are better equipped to deal with unpleasant feelings arising from role overload and effectively manage their workplace behaviour, that is, to avoid abusive behaviours.

Role overload can have different impacts on employees: on the one hand, there is a potential for growth, which entails drive and enthusiasm; on the other hand, it could feel like an unsurmountable mountain for employees, leading to different forms of anxiety. Because what we feel is what we project onto others, supervisors experiencing unpleasant feelings cannot be the best leader they can be; even worse, they can become a source of negativity by displaying destructive behaviours such as abusive supervision. The corollary of something as minor as an interaction with a leader experiencing unpleasant feelings could have a ripple effect and lead to adverse outcomes for organisations and their employees. This study explores the different perceptions of role overload and the subsequent feelings coming from those perceptions as supervisor-level predictors of abusive supervision. While it is not possible to objectively put a different lens inside the minds of supervisors when they face stressors at work, to feel pleasant or unpleasant, they can be trained to manage their negative feelings and keep their behaviours in check. Particularly, training managers to be more emotionally intelligent can help them not only achieve growth by overcoming challenges at work but also acknowledge and adapt their feelings to keep their behaviours in the workplace positive. In practical terms, this research can provide organisations with the knowledge required to nip the problem of abusive supervision in the bud, as prevention is always better than cure.

Although work-related antecedents of abusive supervision are well-known, knowledge on the cross-domain antecedents of this destructive leadership behavior is scarce. Accordingly, this study aims to investigate off-the-job supervisors’ after-work experiences that may influence their work behavior. The authors explore how and when a supervisor’s poor recovery experiences lead to abusive supervisory behaviors through a negative start-of-workday mood for high vs low supervisor sleep quality.

The authors conducted a single-source, three-phase field study (N = 422) to test the proposed moderated mediation model for participants from a large telecommunications company located in Anhui province, People’s Republic of China.

Poor recovery experiences in the supervisor’s personal life can spill over to their work domain and provoke abusive supervisory behavior through the mediating effect of a negative start-of-workday mood. Moreover, a supervisor’s good night’s sleep (i.e. first-stage moderator) serves as a key mitigating factor to diminish the negative start-of-workday mood resulting from a lack of relaxation, mastery experiences and control experiences (except for the lack of psychological detachment from work) and lessens abusive supervision.

This study contributes to the literature examining off-the-job events to understand the antecedents of abusive supervision that are beyond organizations’ control but significantly influence workplace behaviors, showing that not all antecedents of abusive supervision exist in the workplace; some are transferred from the home domain through nonvisible moods. Finally, the inclusion of sleep quality as a first-stage moderator provides insights on preventing abusive supervision caused by nonwork-related events. This adds a unique dimension to the abusive supervision literature by highlighting factors in the home domain that can prevent negative spillovers to the work domain. The authors conclude with some theoretical and practical implications for researchers and practitioners.

Studies of the antecedents of daily abusive supervision have mainly focused on work stressors and family stressors, ignoring the potential importance of commuting stressors that are encountered enroute to work. Based in affective events theory, the authors propose a daily, within-person model to examine how the commuting stressors faced by supervisors affect their propensity to engage in abusive supervision behavior and the mechanisms underlying this effect.

Using experience-sampling methodology, the authors collected data from 49 supervisors in China who responded to two daily surveys for 10 working days.

The authors found that daily morning commuting anger mediates the link between daily morning commuting stressors and subsequent abusive supervision. The authors also found that trait-displaced aggression moderates this relationship, such that the mediating effect occurs only when supervisors' trait-displaced aggression is high rather than low.

This study enriches the antecedents of daily abusive supervision and extends the commuting literature to the leadership context.

The purpose of this paper is to trace the evolution of paternalism as a long-term component of a management control system (MCS) in a multi-national business enterprise.

The authors used a historical methodology involving the collection and evaluation of both primary and secondary data. Annual reports of Michelin (2009–2021) were also analysed to trace the evolution of the MCS towards corporate social responsibility (CSR).

This research traces the evolution of Michelin's Paternalistic MCS from “Traditional Paternalism” to “Welfare Paternalism”, “Managerial Paternalism” and “Libertarian Paternalism” thereby leading the way to CSR. The findings indicate that the evolution of the MCS revealed “Managerial Paternalism” as a specific type of paternalism and an important component of the “Personnel and Cultural Controls” (Merchant and Van der Stede, 2018, p. 95) at Michelin.

Many multi-national companies began as family-owned and controlled firms (e.g. Ford, Toyota, Fiat, Renault, Tata) and they often employed paternalistic MCSs during their early development (Newby, 1977; Perrot, 1979; Colli, 2003). Such MCSs have been seen as being anachronistic and are often abandoned as the family-owned enterprise grows into a multi-national company (Casson and Cox, 1993; McKinlay et al., 2010). The research challenges this assertion and demonstrates how aspects of a paternalistic MCS can survive in a multi-national business enterprise.

With respect to practical implications, this research shows that paternalism can still be a component of an MCS in a multi-national enterprise.

Using a historical approach, this research addresses a gap in the prior literature regarding the variations and persistence of paternalism in companies. In the case of Michelin, the authors investigate the evolution of its paternalistic MCS from a traditional form to an emphasis on CSR.

The COVID-19 pandemic has forced many organisations to transform face-to-face teams into virtual ones through the adoption of remote working modes. This event has represented the starting point of a process that is changing how management control (MC) systems are designed and implemented to guide employees towards organisational objectives. The previous literature on virtual teams (VTs) has devoted scant attention to MC issues. This study aims to fill this gap by exploring how MC – and particularly cultural control – has changed to cope with the shift from face-to-face to VTs and by analysing the interrelationship between the different control mechanisms and the resulting tensions.

The research adopts the methodological framework based on abduction to provide a theoretical explanation and conceptualisation of MC in virtual settings. To tackle the research objective, this work undertakes a cross-sectional field study based on semi-structured interviews with managers of different service companies.

The results of the research highlight the key challenges that managers are called to deal with to design and change MC systems when implementing remote working. In particular, managers must cope with the reduced possibility to leverage cultural controls. To do this, this study’s analysis found that managers act by introducing and/or removing formal and informal controls and by orchestrating the interplays and tensions between these mechanisms.

To the best of the authors’ knowledge, to date limited attention has been paid to MC in VTs. Moreover, few researchers have investigated the process of MC change from face-to-face to VTs. This work aims to contribute to this nascent stream of literature by providing interesting implications for both research and practice.

There has been a growing concern about employee silence (ES) within an organization. ES is associated with low creativity and innovativeness, unethical organizational practices, avoidable errors and safety-related issues. The purpose of this study is to evaluate the mediating role of psychological insecurity (PI) in the relationship between leaders’ bullying behaviour (LBB) on defensive (DES) and acquiescent employee silence (AES).

Data were collected among police personnel working in Plateau state Nigeria. In all, a total of 350 responses were found useable for further analysis, of the 398 copies of the questionnaire administered. A structural equation modelling technique was used via SMART-PLS version 3.3.3 to test the hypothesized relationship.

The findings of this study revealed that leaders’ bullying positively and significantly influences both AES and DES, and PI was found to mediate the relationship between LBB and AES and DES.

LBB among the police has been under-researched, even when there is clear evidence of its existence. PI explains the mechanism through which LBB influences officers' silence.

The purpose of this study is to discover the components of virtual leadership in universities and higher education institutions during Covid-19 pandemic.

This research uses the qualitative research design, and semi-structured interviews with senior leaders were conducted with non-random purposeful and snowball sampling methods. Also, grounded theory was used for analyzing, coding and classifying the data.

After analyzing data, five main components influencing virtual leadership including leader's personality traits, followers' characteristics, technological, environmental and organizational components were identified.

As leadership, particularly virtual leadership, highly depends on context such as the level of technology in that certain region, the results cannot be generalized to other sectors or countries.

The research advances leadership development theory by highlighting the main components of virtual leadership in educational sector as a comprehensive perspective and complement the other aspects of virtual leadership such as consequences and challenges investigated by other studies.